《流程设计Project Team WorkshopBusiness Process Design.ppt》由会员分享，可在线阅读，更多相关《流程设计Project Team WorkshopBusiness Process Design.ppt（50页珍藏版）》请在三一办公上搜索。
1、Project Team Workshop:Business Process Design,Meeting Agenda,Introduction,Meeting Objectives,To review the purpose and approach for business process design activitiesTo discuss and review the business process design deliverables in detail to ensure timely and consistent completionTo review the appro
2、ach for Business Process Design Workshops(preparation,facilitation and follow-up activities)To surface questions,issues and concerns,Introduction,Introduction to Business Process Design,Overview of Business Blueprint Activities,Define SAP Hierarchy,The Big Picture,Establish/Confirm Strategic Intent,
3、Design To-Be Business Processes,Conduct SAP Fit-Gap Analysis,Determine Initial Report/Output Requirements,Surface and Track Quick Hit Opportunities,Design To-Be Business Process Performance Metrics,Design and Manage Data,October,November,December,January,Define Process and SAP Scope,Conduct Team Wor
4、kplanning,We Are Here,Key Definitions,What is Business Process Design?The determination,definition and detailed description of Company Xs to-be business processes,i.e.how,where,and when business processes will be performed in the future.,Introduction to Business Process Design,What is a Business Pro
5、cess?A recurring set of actions that produce value for a customer by transforming some set of inputs into some set of outputs.“Time-based(Month-end closing process,annual planning process)Event-triggered(Customer inquiry process,new product introduction),O,Perform Order Management,O-020,Capture Orde
6、rs,O-070,Manage,Backorders,O-160,Manage Rebates,O-170,Manage,Chargebacks,O-010,Develop Order,Fulfillment,Strategy,O-045,Develop and Maintain Customer Credit Lines,O-180,Manage Deductions,Business processes can be decomposed into lower levels of detail,Level 1:Process,Level 2:Subprocesses,Level 3:Act
7、ivities,Process Standard Order,Process Service Contract Order,Receive and Route Customer Purchase Orders,Match Customer PO to Order,Check Customer PO Against Configured Order,Contract Customer and Resolve PO Discrepancies,Approve/Release Order,Introduction to Business Process Design,Subprocess:A log
8、ical grouping of activities resulting in a workflow with multiple inputs and outputs which often involves multiple people and departments.,Activity:A discrete action,or set of actions,that has specific inputs and specific outputs which can require a single individual or multiple people to complete.,
9、Task/Transaction:A single step or action performed by an individual.It typically has a very specific input and output and can be performed in a short period of time.,Level 4:Task/Transaction,Create Standard Order,Business process design activities and decisions are captured in a set of deliverables,
10、Introduction to Business Process Design,Business Process Model,aka Company XPrint:A visual representation,at the highest level,of Company Xs to-be business processes and subprocesses.,Process and Subprocess Profiles:Summary descriptions of the key objectives,characteristics and design implications o
11、f each process and subprocess.,Business process design activities and decisions are captured in a set of deliverables,Activity Flow Diagrams:For each subprocess,a pictorial representation of the flow of activities in the future.,Activity Profiles:Detailed descriptions of each activity,including purp
12、ose,business requirements,triggers,inputs,outputs and variants.,Introduction to Business Process Design,Business process design activities and decisions are captured in a set of deliverables,Integration Matrix:A summary listing of the key linkage/integration points both within and across the process
13、 threads.,Policy Matrix:A summary listing of policy additions or changes that are required to support the business process designs.,Introduction to Business Process Design,Business Process Design activities and decisions are captured in a set of deliverables,Business Process Master List(BPML):A syst
14、ems requirement representation of the project scope-business processes,subprocesses,activities and R/3 transactions.It facilitates configuration and testing by providing direct links to the R/3 and Business Process Procedures(BPP)documentation.,Introduction to Business Process Design,SAP Question&An
15、swer Database:Written responses to selected questions from the QAdb which will help to drive system design and configuration decisions in the next phase.,Why is Business Process Design important?,To translate business goals,objectives and requirements into actionTo capture improvement opportunitiesT
16、o develop and communicate a detailed roadmap for how work will be done in the futureTo provide input to and lay the foundation for parallel and future project activities,Introduction to Business Process Design,To-Be Business Process Design,Conduct SAP Fit-Gap Analysis,Refine Initial Report/Output Re
17、quirements,Surface and Track Quick Hit Opportunities,Refine To-Be Business Process Performance Metrics,Design and Manage Data,Business Process ModelProcess/Subprocess ProfilesActivity Flow DiagramsActivity ProfilesIntegration MatrixPolicy MatrixSAP QAdbBPML,Configure SAP,Develop Business Process Pro
18、cedures,Develop Reports,Forms,Enhancements,Develop End-User Training Materials,Conduct Role Mapping,Conduct Unit and Integration Testing,Business Process Design activities and deliverables provide input to,Introduction to Business Process Design,subsequent activities during Business Blueprint,and fu
19、ture activities during Realization,Overview of Approach for To-Be Business Process Design,Establish Design/Workshop ScheduleSelect/Invite Workshop ParticipantsExecute All Workshop Preparation ActivitiesDevelop First Round To-Be Business Process DesignsConduct Workshops and Gather Input to Process De
20、sign Deliverables,Conduct Follow-Up Validation Meetings/Sessions as RequiredResolve Open Questions and IssuesUpdate/Finalize Business Process ModelUpdate/Finalize Process and Subprocess ProfilesUpdate/Finalize Activity FlowsUpdate/Finalize Detailed Activity ProfilesCreate/Finalize Policy MatrixCaptu
21、re answers to QAdb questions,Conduct Linkages/Integration Meeting 1Populate Master Linkages/Integration IndexConduct Socialization MeetingsConduct Linkages/Integration Meeting 2Update/Finalize Master Linkages/Integration Index,Introduction to Business Process Design,Prepare for and Conduct Design Wo
22、rkshops,Update Process Designs,Validate Process Designs,Link Process Designs to SAP,Finalize/assemble Company XPrint Initialize QAdbLoad Company XPrint into QAdbIdentify baseline scopeGenerate Business Process Master List(BPML),Review of Business Process Design Deliverables,Review of Business Proces
23、s Design Deliverables,Business Process Model,aka Company XPrint,Future State Elements,Insert the key attributes/requirements for the future process that need to be addressed in the business process design.,Business Definition/Objectives,Insert the definition,goals and key objectives of the process.,
24、Performance Measures,Process Linkages,Identify integration/touchpoints with other processes.,List the key metrics that can be used to measure the performance of the business process.,List the key shifts or changes in moving from the current state to the desired future state.,Review of Business Proce
25、ss Design Deliverables,Process Profile,Business Definition/Objectives,This process manages the development of innovative new products from idea generation through commercialization in order to accelerate sales growth.,Performance Measures,Process Linkages,Market and Sell Products and ServicesPerform
26、 Order ManagementManufacture ProductsProcure Materials and Services,New Product Development Speed to Market New Product Development Speed to MarginResources and Time for Technical TransferProfitability/Contribution Margin of New ProductsProduct Development Costs As%of Sales,From:Limited“real”opportu
27、nities Short term capability responseConsumer insights targeted at idea generation and validationUS-centricTribal KnowledgeSome use of tools for innovationGo fast fix problems laterConfident execution of close-in productsDuplication of work,sporadic communicationReactive to competitorsLimited involv
28、ement,To:Robust opportunity pipeline Strategic long term capability buildingExpanded use of consumer insights during product designGlobalCollaborative learningClear innovation process and robust tool kitGo fast launch optimum productsConfident execution of more innovative products&close-inClear role
29、s and processesProactive/beat competitorsEarly and complete collaboration,Example:Process Profile for Develop New Products,Review of Business Process Design Deliverables,SAMPLE,Business Definition/Objectives,Insert the definition,goals and key objectives of the subprocess.,Policy Implications,Identi
30、fy potential policy changes or additions that need to be addressed to support the subprocess design.,Performance Measures,List the key metrics that can be used to measure the performance of the subprocess.,Identify integration/touchpoints with other subprocesses.,Process Linkages,Subprocess Profile,
31、Review of Business Process Design Deliverables,Business Definition/Objectives,The objective of this subprocess is to plan and manage all demands for products with the goal to deliver and agree on a single,accurate forecast through streamlined and cross-functional collaboration.The forecast will be p
32、erpetually measured against business goals so as to create management tension to proactively manage demand and commitments.Consensus on a single forecast will drive the allocation of people,capacity,materials,time and money to most effectively meet the marketplace in a profitable way.,Policy Implica
33、tions,Need policy on attendance at Sales&Operations Planning meetings.,Performance Measures,Demand Planning BiasDemand forecast Accuracy Demand forecast StabilityInventory levels and carrying costsTotal Delivered CostOrder Fill RateProcess Participation Process Preparedness,Inputs:D-080:Rollout New
34、ProductsB-080:Perform SKU Management,B-130:Develop Consumer Promotion Strategy,B-140 Develop Advertising/Media StrategyCS-030:Develop Category Business Plans,CS-050:Forecast Volume,CS-110:Develop Pricing Strategy,CS-120:Develop Customer Business Plans,CS-140:Plan Trade Promotions,CS-160:Develop Phys
35、ical Distribution Channel Strategy O-020:Capture OrdersPB-060:Develop Annual SBU Business Plan,Budget&Forecast,PB-120:Set Corporate Sales&Profit Targets,MB-005:Execute Annual Business&Forecast Commitments,MB-007:Report and Analyze Business PerformanceOutputs:SC-030:Perform Long-Range Supply Chain Pl
36、anning,Process Linkages,SAMPLE,Example:Subprocess Profile for Manage Demand Planning,Review of Business Process Design Deliverables,Review of Business Process Design Deliverables,Activity Flow Diagrams,Activity Profile,Review of Business Process Design Deliverables,Activity Profile-continued,Review
37、of Business Process Design Deliverables,Integration Matrix,Review of Business Process Design Deliverables,What are the key integration points imbedded in the activity flow diagrams?,Who are they with?,What is the nature of the integration?,Policy Matrix,Review of Business Process Design Deliverables
38、,SAP Question&Answer Database,Review of Business Process Design Deliverables,Business Process Master List(BPML),Review of Business Process Design Deliverables,Business Process Master List(BPML):A systems requirement representation of the project scope-business processes,subprocesses,activities and R
39、/3 transactions.It facilitates configuration and testing by providing direct links to the R/3 and Business Process Procedures(BPP)documentation.,Naming and Filing Deliverable Documents,We will be using the Thread ManagerTM tool for documentation managementstay tuned for training.File naming conventi
40、ons will be established and communicated as part of the Project Documentation Standards document due out shortly.,Review of Business Process Design Deliverables,Process Design Workshops:Approach,Activities,and Tools,Process Design Workshop Objectives,Develop to-be processes and design elements that
41、address key issues,exploit areas of opportunity and embrace Company X strategic intent imperatives(e.g.,commonality)Develop and agree upon content/input that will drive the development of Business Blueprint deliverables(Process,Sub-Process,Activity Profiles and Flows)that describe,at a high-level,th
42、e to-be processesDefine linkages,inputs and outputs from and to other processes Determine initial report/output requirements and business process performance metricsIdentify impacts(e.g.,benefits,change implications,policy changes,technology implications,etc.)associated with the“to-be”models,Introdu
43、ction,Workshop Approach,Preparation,We will meet our objectives in Process design through a combination of preparatory activities,facilitation activities and follow-up activities.,Facilitation,Follow-Up,To plan workshop logistics(What?Who?When?Where?How Many?)To prepare participants for workshop exp
44、erienceTo prepare and review“first pass”at blueprint deliverables,Objectives:,Deliverables:,Preparation Phase Overview,Key Tasks:,Organize process modelIdentify participantsSchedule workshopsAssign Workshop Roles,Defined workshops,schedule,participant listProcess and Subprocess Profiles,Activity Flo
45、w DiagramsParticipant Orientation Packet,Review activity flow diagramsDraft process and subprocess profilesPrepare participant orientation packetPrepare workshop materials,Workshop Prep,Workshop Planning,Bundle subprocesses into logical groupingsCriteria for bundling:strategy,planning,execution;subp
46、rocess sequencingRecord subprocess groupings in workshop planning modelAssign owners to subprocess groupingsValidate groupings against guiding principles and strategic intent,Rule of Thumb:,Workshop Planning Tasks,Activities:,Task 1:Organize Process Model(Entire Team),Each subprocess grouping repres
47、ents an individual workshop(you can have a workshop for one subprocess based on number of activities,uniqueness,etc.),Task 2:Identify Workshop Participants(Entire Team(with appropriate input),Activities:,Identify participants across businesses and geographiesIdentify touchpoint participants from ERP
48、 Backbone Process Thread teamsIdentify workshop preparation rolesRecord participant choices in workshop planning model,Tool(s):,Workshop Planning Model,Tool(s):,Workshop Planning ModelParticipant Matrix,Rule of Thumb:,Number of participants per workshop:8 10 individualsParticipants should have subje
49、ct matter expertise and a grasp of issues that need to be addressed(Levels:manager to director;VP and higher for post-workshop buy-in),Workshop Planning Model,Workshop Planning Tools,Workshop Participant Matrix,Workshop Planning Tools,Differentiation?,Differentiation?,Keep in mind the touch points f
50、rom other teams.,Select time/date for each workshopRecord workshop schedules in workshop planning modelConduct cross-team session to identify scheduling conflicts,participant constraints/dependenciesSubmit master workshop schedule for project to PMOContact participants to check their availabilityMak
